Syracuse, New York
Bachelor's degree, secondary education and teaching (State University of New York College at Oswego)
"It's better to have a great team than a team of greats." —Simon Sinek
Cheri Green describes her six-year journey from training specialist to L&D manager as "one by chance." When she first joined OneGroup in 2013, her current role wasn't even established. That didn't stop her from getting leaders' attention and voicing a vision to expand professional development opportunities for all employees. Today, Green is an award-winning talent development professional who manages OneGroup's multifaceted L&D ecosystem, which she shaped from the ground up.
How do you keep a pulse on the organizational learning needs?
Our organization thrives on internal networking. Staying connected with each other is a large part of what makes us successful. That is especially important in my role because team members are spread across the East Coast. Staying connected, being available, and asking a lot of good questions shows team members that I am here for them and always willing and able to assist them in their journey.
What do you consider to be the most essential elements of a thriving learning culture?
Leadership buy-in and support at all levels. L&D is often not the most pressing priority, so having a leadership team that trusts and supports you and your initiatives is essential to overall success.
What L&D projects or initiatives have you been part of that you believe have had the greatest organizational impact?
During the pandemic, our organization continued to grow, and we needed an orientation program that could meet our team members wherever they were. I was challenged to come up with a program that did just that—the OneGroup OneJourney orientation program. This weeklong virtual program educates new team members about our culture and opportunities and provides them with adequate time to spend on all of the orientation elements that are usually rushed.
We have received outstanding feedback from those who have completed the program saying that they did not feel rushed, and it was planned in a way that they could take a bite-size approach to learning about all the areas they needed to. We have had such success with this program that we are continuing to use its primary functions with in-person orientations. We will continue to develop the program as the needs of our team members change to remain relevant and have a positive impact.
What advice do you have for aspiring L&D leaders?
Be open-minded and curious. Take the time to ask questions and build relationships with those you are working with. Taking this time builds trust and connection. Without those things, you are paddling against the current.